Short Story The Cat ! - 1794 Words

â€Å"The cat! The cat! Its a success! The cat came back! I got it all on video! It’s all taped!† I screamed as I ran through the hallway of SF Enterprises. Running through the hallway I felt like Archimedes finding out about water displacement. Except I wasn’t naked when I was running through the hallway. Atleast I hope not, let me check, yep im good. Finally, My co-worker Steve stopped me near the elevator and said in an alarmed voice â€Å"What happened Eddie? What did you find out?† I exclaimed with excitement â€Å"The cat he,he,he went through the time machine! And, and, and he came back!!!!!!!† â€Å"What cat?† Steve asked. And me being in my ecstatic mood totally forgot that this project was supposed to be top secret till it works perfectly with no†¦show more content†¦So i quickly saved everything and put everything in a secure location, then rushed out the door at 7:45. And, considering the bar was across town there was no time to stop by the house to change because they re on opposite sides of the city. So, I stopped at the closest convenience store and bought toothpaste and brush, and deodorant to freshen up a little before I go. When i got to the bar there were a few more people there then I expected, but that was alright because Steve was right I need to take my mind off things before I become insane. The night was fun we all had a good time drinking and watching the football game. But, when I woke up this morning I could just tell that it wouldn t be my day. I got to work about 30 minutes late because I couldn’t find my car keys. Only to realize they were in my pant pockets, and how they got there I have no clue. When i arrived at my lab i found the cat, he was laying on the ground wheezing. So I quickly ran tests on the cat to see what the problem was. The cat had signs of tuberculosis which was eradicated in small animals many years ago. But, I kept running tests only to find out that t he cat had a disease that we never discovered. I am guessing that it came from the dinosaur era. The only way I can find this out is to watch the video. But the video... Its gone.. Where did it go! This can’t be I just had it on my desk

Obesity as a Disease Essay - 1334 Words

Abstract As a health care professional it is our position statement that obesity should be considered as a disease. Overweight and obese adults are considered at risk for developing diseases such as type II diabetes, hypertension, high blood cholesterol, coronary heart disease, and certain type of cancers. An average of 300,000 deaths is associated with obesity and the total economic cost of obesity in U.S. was about $ 117 billion in 2000. As health care professionals it is our responsibility to increase public awareness of health consequences of over weight and obesity. Obesity as a disease: Obesity fits all the definitions of ‘disease’, that is, interruption in bodily function. II.nbsp;nbsp;nbsp;nbsp;nbsp;Position Statement†¦show more content†¦The National Institutes of Health Guidelines summarizes that overweight and obese adults with a BMI of 25 are considered at risk for developing diseases such as type II diabetes, hypertension, high blood cholesterol, coronary heart disease, and some type of cancers. Individuals with a BMI of 25 to 29.9 are considered overweight, while individuals with a BMI gt;30 are considered obese [1]. a.nbsp;nbsp;nbsp;nbsp;nbsp;Obesity and Type II Diabetes: A research done by Amy Weinstein et al. states that physical activity and BMI are independent predictors of type II diabetes. It further adds that degree of association of BMI is much more then physical activity. The research was done on forty thousand women with a follow up for seven years [2]. b.nbsp;nbsp;nbsp;nbsp;nbsp;Obesity and Cardiovascular Diseases [CVD]: Strong relationship has been observed between obesity and heart related diseases. Researches confirm that weight gain increases blood pressure in obese and overweight hypertensive and nonhypertensive individuals. Weight gain has shown to increase serum triglycerides, blood cholesterol level, and low-density lipoprotein (LDL) also called bad cholesterol. Weight gain is also related to decreased high-density lipoprotein (HDL) also known as good cholesterol [1]. c.nbsp;nbsp;nbsp;nbsp;nbsp;Obesity and Respiratory function: A study from England concluded that abdominalShow MoreRelatedObesity : The Disease Of Obesity Essay1374 Words   |  6 PagesMore than 93 million Americans are affected by the disease of obesity (Obesity Action-Brochure). There are many ways to approach this disease, such as weight loss surgery, also known as bariatric surgery, or diet and exercise plans. Doctors and insurance companies have different requirements that the patient must meet in order for the surgery to take place. Obesity is a condition characterized by the excessive accumulation and storage of fat in the body. There is a difference between being overweightRead MoreObesity : A Disease?1223 Words   |  5 Pages126 12 February 2017 Obesity, A Disease Per the Eunice Kennedy Shriver National Institute of Child Health and Human Development, more than 35 percent of American adults are obese, more than 34 percent is overweight, and 17 percent of the children from the United States are affected by obesity. Most people disregard the fact that Obesity is a known disease that affects our future and youth, but unlike most people I would rather save this human from their disease, by telling them they are unhealthyRead MoreIs Obesity a Disease?994 Words   |  4 PagesIs Obesity a Disease? After a long day of work or school, we have the choice to prepare ourselves a healthy meal or to get something quick and easy from the drive-through or a quick microwaveable dinner. Many of us do not have the time, or just simply choose not prepare healthy meals or exercise and it shows in our waistline. From the abundance of fast food chains on every corner to television and video games it is no wonder why we are putting on extra pounds. Obesity is caused by an unhealthy andRead MoreObesity As A Disease?1512 Words   |  7 PagesObesity as a Disease Recently, a lot of debate has gone around about whether or not obesity is considered a disease or not. It is very difficult to pinpoint one sole reason obesity is occurring in people, there are many different justifications for what causes a person to become obese. Obesity is a disease that is currently sweeping the entire world. Percentages of not just adults, but children are skyrocketing like never before. People have never been so overweight until now. I am going to examineRead MoreObesity Is A Disease?1410 Words   |  6 PagesHolly Elliott ENC 1101-13186 16 December 2015 Obesity Is a Disease About one-hundred million people in America are diagnosed with obesity every year, that’s one third of our population (Carson-Dewitt, Davidson, Atkins)! Obesity should be taken seriously because, it may cause permanent damage for us in the future. Many researchers have preformed various tests to prove that obesity is a disease. According to the Merriam-Webster dictionary, a disease is an illness that affects a person, animal, orRead MoreObesity Is A Disease?1263 Words   |  6 PagesObesity is a disease. There is no way around that but how can America s Society help? How can someone prevent this? How can this disease be cured? Do you schools play an important role in a child’s health? Even though someone may not seem obese they are and doctors and scientist have came up with the BMI scale to prove it. Someone can be very fit by playing sports and working out everyday but if their height and weight don’t meet at the appropriate spot on the chart then they are co nsidered obeseRead MoreObesity Is Not A Disease1182 Words   |  5 PagesObesity has been measured or defined in various ways. Many researchers have differing opinions on the origins and effects of obesity. The rapidly increasing rates of obesity are often linked to a high calorie diet and little to no physical activity. Although obesity is seen as a disease that affects a person’s weight, it actually affects a lot more than that. Obesity can affect individuals in both adolescence and adulthood, their families, and the healthcare system. From an outside viewpoint, obesityRead MoreObesity And Obesity Related Diseases Essay1706 Words   |  7 PagesChildhood obesity has become staggering in the United States. Children are considered obese if they have thirty percent amount of body fat or more and is measured by body mass index (BMI). Body mass index conveys the correlation of body weight to height. If a child’s BMI is at or exceeding over the 95th percentile, meaning if their body mass index is greater than 95% of other children that are the same sex and age, they are obese. Doctor Jeffrey Levi, an executive director of the Trust for America’sRead MoreObesity And Obesity Related Diseases896 Words   |  4 PagesObesity is primarily measured in body mass index or BMI, a BMI over 30 is considered obese. Until recently, there has been a steady rise of the obesity prevalence over the last three decades. The American taxpayers and the medical community face a huge challenge with regards to the 34.9% of adults and 16.9% of children who struggle with obesity (Ogden, Carroll, Kit, Flegal, 2014). Even with the prevalence of obesity remaining flat, morbid obesity, a BMI of over 40 has increased by two to threeRead MoreObesity : Disease Associated With Obesity Essay887 Words   |  4 Pages1. List all of the diseases noted by the movie that is associated with obesity. To receive credit, this must be a complete list. The diseases associated with obesity are the following: Heart disease, Strokes, high blood pressure, Diabetes, asthma, some cancers, Gallbladder disease, Osteoarthritis, Gout, and Breathing problems such as sleep apnea. 2. Pick one in particular disease noted, and expand on it. Do the research and give etiology, signs, and symptoms. Also, list any treatments that are commonly

Business Plan for Early Childhood Development Free Essays

string(26) " young people and approx\." Business Plan of Early Childhood Development Center in Gilgit Balistan Glowing Pearl Education Center (GPEC) Prepared By: Muniba Islam (Registration No. 55093) Najumus Sehar (Registration No. 55226) Kanwal Gill (Registration No. We will write a custom essay sample on Business Plan for Early Childhood Development or any similar topic only for you Order Now 54468) Contents AKNOWLEGMENT3 EXECUTIVE SUMMARY4 INTERNAL RESOURCE ANALYSIS5 ?Resources5 ?Capabilities7 EXTERNAL ENVIRONMENT ANALYSIS8 1. 1. GENERAL ENVIRONMENT ANALYSIS8 a. Demographics8 b. Economic Segment9 c. Socio Culture Segment10 d. Environmental Segment18 1. 2. INDUSTRY ENVIRONMENT ANALYSIS19 . 3. C OMPETITOR E NVIRONMENT A NALYSIS28 AKNOWLEGMENT Firstly we would thank Allah for giving us the opportunity and the resources to be able to do something productive with our lives. Without His blessings we would not have been able to come as far as we have. Then our sincere thanks to SIR ADNAN ANWAR helping us throughout this report. His guidelines have been very useful for us in preparing this report. This report would not have been possible without his cooperation and continuous direction. I would like to express my gratitude to my facilitator SIR ADNAN ANWAR whose continuous encouragement and support to solve the case. This report has enabled us to apply all that we studied in class and gave us the chance to enhance our knowledge. EXECUTIVE SUMMARY This project involves establishing a Montessori school in big cities of GILGAT BALISTAN, starting classes from early childhood development to Class I. The target market of this school is children, 0 – 6 years of age, belonging to the middle income group and also target working woman. The school will provide quality education starting at the primary level charging an affordable fee. The school will practice advanced educational procedures – teaching an extensive curriculum and using modern teaching methodology in sync with international standards. Qualified and experienced faculty will be hired. The school will have sophisticated infrastructural facilities, spacious classrooms, and wide-ranging learning material from books to toys for a good educational experience. Schools with high reputation have a stringent admission selection process, for which, Montessori schools provide the necessary training. This has given rise to high demand for Montessori school systems that can prepare children for admission to reputable Primary schools. With the growing population and a limited number of schools, establishment of elementary schools has become a requirement for necessary educational training starting at an early age. The total project cost for setting up this school is estimated at Rs. illion out of which the Capital Cost is estimated at Rs. 2. 0 million. The overall proposed capacity of the school is 300 students. Each class level from Early Childhood development (ECD) – Class I has two to four sections. The maximum number of enrollments per class is limited to 20 students from ECD till KG II and 30 students for class I. The proposed building will be acquired by own, covering an approximately area of building is 500 SQM to accommodate the pr oposed student strength. INTERNAL RESOURCE ANALYSIS * Resources Tangible Resources| Resource| Description| Source| | LAND| 500 Square Yard| OWN| BUILDING | 10 Bed room house| OWN| INITIAL WORKING CAPITAL| Rs. 2. 0 Million| SAVING| IT- EQUIPMENT| 5 LAPTOPS, Audio Music accessories| OWN| ECD REQUIRED MATERIAL| Chairs, tables, book storage, carpets, cribs, Block play accessories, Strollers and other ECD required materials| OWN| Intangible Resources| Resource| Description| | HUMAN CAPITAL RESOURCE| * Expertise in early childhood development and Montessori directors (best knowledge in children psychology). Expertise of different area like MBA – Education Leadership, MBA HRM, MBA-Marketing * Knowledge of local business environments (specially small and medium business)| INNOVATION RESOURCE| * Innovative ideas to analyze business requirements with specialized software tools * Variety of ideas to develop complex business software * Innovative ideas to educational products| REPUTATIONAL RESOURCE| Reputation for exceptional customer/ parents * Having good reputation w ith educational services due to affordable cost. Reputation with universities * Good reputation with educational institutes and teachers training and management institutes for competent young graduates resources for cheap source of input Reputation with universities * Good reputation in educational industry| TRAINING RESOURCE| * Expertise in child growth and development * Skill in cognitive development * Knowledge of health safety and nutrition * Personal management| * Capabilities Functional Area| Resources| Capabilities| | PROJECT FEASIBILITY| Montessori directors and educational professional / ECD required materials / Computer equipment and building| Business plan for early childhood development center and its impact on into children development center’s profitability| REQUIRED EDUCATIONAL STAFF | Montessori directors and educational professional / Innovative resources/ ECD required materials / Computer equipment’s| Art of translating business requirements into children development center for maximum customer/ parents satisfaction| MARKETING| Marketers| Promoting and marketing children development center and also promotes the teacher training program | TEACHER TRAINING PROGRAM| Training professionals| * Expertise in child growth and development * Skill in cognitive development * Knowledge of health safety and nutrition * Personal management * Financial management * Excellent Relationship with parents and children| EXTERNAL ENVIRONMENT ANALYSIS 2. 1. GENERAL ENVIRONMENT ANALYSIS a. Demogr aphics Population by Age Groups ; Pakistan Projection (000s)| AGE GROUP 2005 2010 2015 2020 2025 2030 | TOTAL M+F 155,772 173,383 192,262 211,397 229,377 246,272| MALES 0? 4 9,562 11,886 12,429 12,711 12,350 12,062| 5? 9 10,047 9,287 11,631 12,205 12,513 12,180| 10? 4 10,130 9,936 9,210 11,554 12,133 12,446| 15? 19 9,897 10,047 9,878 9,161 11,503 12,084| 20? 24 7,885 9,767 9,958 9,801 9,089 11,428| 25? 29 6,240 7,729 9,655 9,859 9,706 9,001| 30? 34 5,077 6,099 7,627 9,555 9,763 9,617| 35? 39 4,460 4,957 6,008 7,536 ,459 9,673| 40? 44 4,042 4,349 4,869 5,919 7,440 9,354| 45? 49 3,465 3,926 4,249 4,770 5,812 7,320| 50? 54 2,796 3,331 3,795 4,120 4,637 5,664| 55? 59 2,035 2,633 3,155 3,609 3,932 4,440| 60? 64 1,543 1,854 2,416 2,911 3,346 3,662| 65? 9 1,199 1,341 1,625 2,133 2,587 2,992| 70? 74 841 973 1,100 1,346 1,782 2,179| 75+ 921 1,077 1,271 1,482 1,796 2,315| TOTAL 80,140 89,190 98,874 108,670 117,849 126,417| Source: World Bank’s World Development Indicators (WDI) databas e| * Age structure * 0-14 years:  35. 4% (male 34,093,853/female 32,278,462) * 6. 5% population lies in the age group of 0-5yrs * 15-64 years:  60. % (male 58,401,016/female 54,671,873)   * 65 years and over:  4. 2% (male 3,739,647/female 4,157,870) Interpretation: * 60% of population falls under age of 35 means large market of young people and approx. You read "Business Plan for Early Childhood Development" in category "Essay examples" 36% teen-ager have niche market for childhood development center. * Males and females constitutes around 51%, 49 % of the population respectively. * Population is migration from rural areas to urban to seek better economic opportunities. * Population growth rate is 1. 57% per year. b. Economic Segment Interpretations: * Inflation is the major factor of weak economic condition of Pakistan * Due to high discount rate local investment has been educed to around 50% * Government borrowing from private sector has created the liquidity crunch in the financial sector * Employment status shows marginal changes i. e. decrease in the comparative profiles of employees and self-employed workers while increase in the case of employers. * Due to week investment in large sector SME sector is growing at rapid pace * GDP growth at around 2. 4 % due to devastating flood c. Socio Culture Segment Interpretations: * Pakistan is the 10th largest country in the world according to the size of the labor force * In 200809, the estimated labor force grew by 3. % * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing * Population is migration from rural areas to urban to seek better economic opportunities * Pakistan is the most urbanized nation in South Asia making up 36% of its population, (2008) Urbanization rate is 3% (2005? 10). * Urb an population in Pakistan will constitute 50% of the total. The rate of urbanization in Pakistan will continue to increases due to the past high growth rates. * More than 50% of urban population (2005) lived in eight urban areas: Karachi, Lahore, Faisalabad, Rawalpindi, Multan, Hyderabad, Gujranwala and Peshawar. Interpretations: * 2008? 9, the estimated labor force grew by 3. 7%. * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater Population of Major Cities of Pakistan| CITY| 1981| 1998| CAGR (%)| 2010| | | | | | | KARACHI| 9,339,023| 5,208,132| 3. 49| 13,386,730| | LAHORE| 5,143,495| 2,952,689| 3. 32| 7,214,954| | FAISALABAD| 2,008,861| 1,104,209| 3. 58| 2, 912,269| | RAWALPINDI| 1,409,768| 794,834| 3. 43| 2,013,876| | MULTAN| 1,197,384| 732,070| 2. 93| 1,610,180| | HYDERABAD| 1,166,894| 751,529| 2. 62| 1,521,231| | GUJRANWALA| 1,132,509| 600,993| 3. 79| 1,676,357| | PESHAWAR| 982,816| 566,248| 3. 29| 1,386,529| | QUETTA| 565,137| 285,719| 4. 09| 871,643| | ISLAMABAD| 529,180| 204,364| 5. 7| 972,669| Interpretations: * In 1950, only 29. 8 % of people lived in urban areas whereas by 2020, an estimated 57% will live in c cities. * Karachi city’s population is growing at about 5% per year including an estimated 45,000 migrant workers coming to the city every month. * Urban expansion can be the key to continuing economic success * It will unfold opportunities for investment in many new markets for example, infrastructure, transportation, healthcare, education and character building. Table: Civilian Labor Force, Employed and Unemployed for Pakistan (in millions)| | 03-04| 05-06| 06-07| 07-08| 08-09| | Labor Force | 45. 5| 50. 05| 50. 33| 51. 78| 53. 72| | Employed | 42| 46. 95| 47. 65| 49. 09| 50. 79| | Unemployed | 3. 5| 3. 1| 2. 68| 2. 69| 2. 93| | Source: Various issues of Labor Force Survey Federal Bureau of Statistics| | Interpretations: * Unemployment rate is higher as compared to the last statistics. * The change is due to female than male and urban than rural unemployment rates. Interpretations: * Employment comprises all persons ten years of age and above who worked at least one hour during the reference period and were either â€Å"paid employed† or †self-employed†. The labour force is growing and the growth in FY09 is greater than that in FY 08. Table : Employment Status by Sex (%) | 2007? 08| 2008? 09| | Total Male Female| Total Male Female| Employers| 0. 9| 1. 2| NA| 1. 2| 1. 5| 0. 1| Self employed| 34. 2| 39. 6| 12. 8| 33. 3| 38. 7| 13. 1| Unpaid family Helpers | 28. 9| 19. 7| 65. 0| 29. 7| 20. 2| 65. 0| Employees| 36. 0| 39. 5| 22. 2| 35. 8| 39. 6| 21. 8| Total| 100. 0| 100. 0| 100. 0| 100. 0| 100. 0| 100. 0| Interpretations: * 2008? 09 employees increased both in rural and urban setting. * Employers almost remained the same during 2007? 08 and 2008? 09. * Self-employment increased in 2008? 09. This emphasizes the fact that in formalization of our sectors is taking place. * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing. * Employment status shows marginal changes i. e. decrease in the comparative profiles of employees and self? employed workers while increase in the case of employers Interpretations: * The self? employed males have decreased while female self-employed has increased. * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing * Employment status shows marginal changes i. e. ecrease in the comparative profiles of employees and self-employed workers while increase in the case of employers. Interpretations: * 45. 1% labour force is employed in agriculture. * 13. 6% labour force is employed in services. * 50% 0f population is residing in urban areas so emphasis will shift towards other sectors. Table : Employed labour force by sector sector| 2007-08| 2008-09| | total| male| female| total| male| female| Agriculture | 44. 6| 36. 9| 75. 0| 45. 1| 37. 3| 74. 0| Manufacturing | 13. 0| 13. 3| 11. 8| 13. 0| 13. 3| 11. 9| Construction| 6. 3| 7. 8| 0. 4| 6. 6| 8. 3| 0. 4| Transport| 5. 5| 6. 8| 0. 2| 5. 2| 6. 6| 0. 2| Services| 13. 7| 14. 4| 10. 6| 13. 66| 11. 1| 11. 6| Others| 2. 3| 2. 9| 0. 2| 0. 10| 2. 9| 0. 3| Source: Labour Force Survey 2008-09 Federal Bureau of statistics Interpretations: * 11. 6% female and 11. 1% males are in services, which indicate as compared to males females are more in service sector. * 24. 4% females are working in other sectors. * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater Table: Employed-Pakistan and provinces Area/Province| Employed| | 2007-08| 2008-09| | Total| Male| Female| Total| Male| Female| Pakistan| 49. 09| 39. 06| 10. 03| 50. 79| 40. 04| 10. 75| Rural| 34. 48| 25. 79| 8. 69| 35. 54| 26. 46| 9. 09| Urban| 14. 1| 13. 27| 1. 34| 15. 25| 13. 59| 1. 66| Punjab| 28. 97| 22. 07| 6. 9| 29. 95| 22. 68| 7. 27| Sindh| 12. 26| 10. 43| 1. 83| 12. 72| 10. 67| 2. 05| KhyberPukhtoonkhua| 5. 73| 4. 65| 1. 08| 5. 97| 4. 77| 1. 2| Balochistan| 2. 13| 1. 91| 0. 22| 2. 15| 1. 92| 0. 23| Source: Labour Force Survey 2008-09| Interpretations: * This table gives a comparison between employme nt figures in FY 07-08 and 08-09 * The general trend is a rise in employment in both rural and urban areas, and in both genders * Higher rate of rise is registered in Punjab as compared to other provinces Table: Formal and Informal Sectors? Distribution of non? Agriculture workers (%) Sector| 2007-08| 2008-09| | |   | | Total| male| female| total| male| female| Total| 100| 100| 100| 100| 100| 100| Formal| 27. 2| 27. 2| 27. 4| 26. 7| 26. 6| 27. 6| Informal| 72. 8| 72. 2| 72. 6| 73. 3| 73. 4| 72. 4| Rural| 100| 100| 100| 100| 100| 100| Formal| 24. 9| 25. 9| 23. 2| 23. 8| 24| 22. 2| Informal| 75. 1| 74. 1| 76. 8| 76. 2| 76| 77. 8| urban| 100| 100| 100| 100| 100| 100| formal| 29. 5| 29. 2| 29. 4| 29. 4| 29. 1| 32. 8| Informal| 70. 5| 70. 8| 70. 6| 70. 9| 70. 9| 67. 2| Source: Labour Force Survey 2008? 09 Federal Bureau of Statistic | Interpretations: Large amount of in formalization is evident both in agricultural as well as non-agricultural sectors * In formalization is rising and that it is more pronounced in rural than urban areas. * According to gender, males are shifting from the formal sector so are females. d. Environmental Segment Interpretations: * Pakistan is at high risk of climatic vulnerability which results in heavy floods in th e country and poses threat to agricultural sector 2. 2. INDUSTRY ENVIRONMENT ANALYSIS *Map may not be accurate or to scale . It is a mere representation Gilgit-Baltistan formerly known as the Northern Areas is the northernmost political entity within Pakistan. Gilgit-Baltistan covers an area of 72,971 km? (28,174 mi? ) and is highly mountainous . It has an estimated population approaching 1,000,000. Its administrative center is the city of Gilgit (population 216,760) Gilgit Baltistan is administratively divided into two divisions which, in turn, are divided into seven districts Division| District| Area (km? )| Population (1998)| Headquarters| Baltistan| Ghanche| 9,400| 88,366| Khaplu| | Skardu| 18,000| 214,848| Skardu| Gilgit| Gilgit| 39,300| 383,324| Gilgit| | Diamir| 10,936| 131,925| Chilas| | Ghizar| 9,635| 120,218| Gahkuch| | Astore| 8,657| 71,666| Gorikot| | Hunza-Nagar| | | Aliabad, Sikandarabad| Gilgit-Baltistan totals| | | | | | 7 districts| 72,971| 970,347| Gilgit| DEMOGRAPHICS OF GILGIT BALTISTAN: * Population statistics for the research are based on the Gilgit Population Censes carried out in 1998, according to which total population of Gilgit is approximately, 0. million * 85% of the total population lives in rural areas. * Gilgit Baltistan is traditionally male dominated, with women working primarily in the home or in agriculture. * Average household size is approxi mately eight people. Characteristics | Gilgit Baltistan| National| Per capita Income | US $350 | US $1046 | Literacy rate| 38% | 56% | Population Doctor Ratio | 1:4100 | 1:1183 | Maternal Mortality Rate | 600/100000 | 272/100000 | Total Fertility Rate| 4. 6 children per woman | 3 children per woman | * The study reveals that the age structure of the population was typical of a society with a youthful population * . t shows a pyramidal age structure due to a large number of children less than 15 years of age * 52% of the population is in age group of 15-64 * Less than 4%were over 65 years of age. * About half of the total women population was in the reproductive age group15-49 years. This is a major reason for population growth. * Education turned out to be an important factor influencing individual’s attitude and approach on various aspects of life. Majority(77%) of married women in Gilgit Baltistan are not educated, * Despite this it is encouraging to note that a significant proportion (39%)of the women is engaged in gainful employment. CURRENT FERTILITY ASFR| Urban| Rural| All Areas| 5-19| 44. 5| 66. 2| 58. 2| 20-24| 171. 7| 219. 2| 201. 1| 25-29| 245. 7| 279. 5| 267. 1| 30-34| 181. 1| 218. 2| 204. 7| 35-39| 73. 2| 143. 1| 119. 4| (NIPS Quarterly Newsletter issue no 9, march 2010) * Total fertility rate in Gilgit Baltistan is 4. 6 children per woman,whereas fertility rate in rural (5. 1 children per woman) is higher as compared to urban areas( 3. 8 children per woman). Education level is the most conspicuous differentials in fertility. EDUCATION SECTOR SUMMARY We have selected the educational industry and analysis is as follows: Legend: Size of Industry Statistical Summary of Education Sector of Gilgit-Baltistan: Institutions| District| Primary Schools| Middle Schools| High Schools| Colleges| | Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Gilgit| 58| 50| 119| 227| 35| 21| 9| 65| 27| 20| 0| 47| 4| 2| 0| 6| Ghizer| 44| 17| 118| 179| 7| 3| 8| 18| 13| 1| 3| 17| 1| 1| 0| 2| Diamer| 128| 18| 25| 171| 21| 0| 0| 21| 8| 1| 0| 9| 1| 0| 0| 1| Astore| 46| 21| 49| 116| 19| 11| 0| 30| 13| 2| 1| 16| 1| 0| 0| 1| Skardu| 187| 86| 118| 391| 50| 21| 7| 78| 20| 9| 3| 32| 3| 1| 0| 4| Ganche| 57| 30| 112| 199| 17| 11| 4| 32| 20| 3| 1| 24| 1| 0| 0| 1| Estimate: * In Pakistan especially in Gilgat Balistan have very competitive environment of educational industry. * Many of organization and NGOs are working on this industry. Legend: Industry growth Estimate: * In Gilgat Balistan have chance for growth in educational industry. * Below 6 year education school are not available in Gilgat Balistan. Legend: Employment growth Teachers| District| Primary Schools| Middle Schools| High Schools| Colleges| Grand Total| | Male| Female| Total| Male| Female| Total| Male| Female| Total| Male| Female| Total| Male| Female| Total| Gilgit| 302| 432| 734| 252| 225| 477| 348| 127| 475| 87| 38| 125| 989| 822| 1811| Ghizer| 226| 245| 471| 122| 15| 137| 156| 10| 166| 15| 0| 15| 519| 270| 789| Diamer| 273| 37| 310| 168| 0| 168| 96| 11| 107| 21| 0| 21| 558| 48| 606| Astore| 192| 74| 266| 13| 44| 157| 112| 7| 119| 15| 0| 15| 432| 125| 557| Skardu| 564| 385| 949| 239| 99| 338| 108| 24| 132| 38| 22| 60| 949| 530| 1479| Ganche| 252| 148| 400| 155| 44| 199| 244| 21| 265| 15| 0| 15| 666| 213| 879| Total| 1809| 1321| 3130| 1049| 427| 1476| 1064| 200| 1264| 191| 60| 251| 4113| 2008| 6121| Emerging Trends in an Industry Trend| Trend Natur e| Description| 1| Level of education| | 2| Required for best teacher| | 3| | | 4| | | Educational Statistics Gilgit-Baltistan Important information / Statistics Regarding the Education Sector of Gilgit-Baltistan| | Literacy Rate| Year| Male| Female| Both| | 1981| 24%| 3%| 15%| | 1998| 53%| 22%| 33%| | 2008 (Projected)| 57%| 27%| 43%| | | | | | | Teacher Student Ratio| Level| Institutions| Teaching Staff| Enrollment| Student Teacher Ratio| Govt. Schools| 1672| 5870| 151508| 1:26| Govt. Colleges| 15| 251| 6233| 1:25| Total| 1687| 6121| 157741| 1:26| | | | | | District Wise Comparison (Government Vs Private)| District | Government| Private| | Institutions| Enrollment| Institutions| Enrollment| Gilgit| 345| 43188| 160| 21070| Ghizer| 216| 18458| 146| 23303| Diamer| 202| 16457| 11| 1213| Astore| 163| 12610| 29| 2729| Skardu| 505| 44588| 116| 18575| Ganche| 256| 22440| 70| 6882| Total| 1687| 157741| 532| 73772| | | | | | % age Govt. Vs Private| 76%| 68%| 24%| 32%| 1) Threats of New Entrants Threats in education sector: * Poverty – Cost of education * Low enrolment and high dropout * Gender inequities Lack of availability of well-resourced educational institutions * Geographical and cultural constraints * Lack of awareness about value of education * Reluctance of teachers to serve in hard areas * Lack of special education institutions Threats of New Entrants| Analysis| Barriers to Entry| | Economies of Scale| | Product Diff erentiation | | Capital Requirement| | Switching Cost| | Access to Distribution Channel| | Cost disadvantages independent of scale | | Government Policy| | Interpretation: * 73% has access to Primary Education * 27% are out of Schools age 5-9 Years * Dropout Rate is 9% at primary level * Projected literacy rate (64 Male, 38 Female )overall 51% * Student Teacher Ratio 1 : 23 5-9 Years Population( 92554 Male, 85942 Female) Total 178496 * 5-9 Years Enrolment ( 74638 Male, 55166 Female) Total 129804 * Children attending primary schools in Gilgit-Baltistan in 2009-10 is 73% where as 81% Boys and 64% Girls. 2) Bargaining power of Buyer 3) Bargaining power of Supplier 4) Intensity of rivalry among Competitors Intensity of rivalry among competitors| Analysis| Numerous or Equally Balanced Balance Competitors| | Fast Industry Growth| | High /low Fixed or Storage Cost| | Lack of Differentiation or Low Switching cost| | High Strategic Stakes | | High Exit Barriers| | 2. 3. C OMPETITOR E NVIRONM ENT A NALYSIS Competitor Name| Size of Competitor| Specialization| Product line categories| Shining Star| Medium| vocational training and middle school , vocational trained staff| | Mehnaz Fatima| large| montessori and special education, montessori trained| | Mountain School| Small| montessori – middle school, trained staff| | ECDC KU| Small| early childhood developmental center, montessori experienced teachers| | APS| Large| | | | | | | RESULTS FROM INTERNAL ; EXTERNAL ANALYSIS 2. 1. RESOURCES T O B UILD Intangible Resources| HUMAN CAPITAL RESOURCE| * Marketing Research experts to conduct research for launching new software products for small and medium size segments * Accountants required to receive fees from parents | ORGANIZATIONAL RESOURCE| * Management resources required to formulate organizational structure * SOP for school day to day business operations for creating exceptional value to parents or customers| Access to the Promotional Platform| * PR department to establish that requires people have exceptional PR with the exhibiting authorities, print and electronic media for promoting products on promotional channel| Tangible Resources| Additional Financial Resources | * Additional financial resources required with working capital requirement either from borrowing or investment from investor| 2. 1. S. W. O. T ANALYSIS 2. 1. Strengths: * Low student-teacher ratio * English as a medium of instruction * Affordable to income group Accessible location for Pakistan steel worker’s children * Well-trained and qualified teaching staff * Up-to-date and extensive curriculum * Well maintained order and discipline * Environment conducive to joyful learning * Adequate security measures * Availability of adequate a nd modern facilities * Contribution to societal development * Weakness: * Time required for gaining recognition in the society * Higher rental cost for accessible locations * Insufficient area for playing fields to practice sports such as cricket, hockey etc. * Opportunities: * Overall increase in demand, linked with the growing population. * Government incentives and policies conducive for private investment in * education sector Gap between number of school going age children and actual enrolments in schools * Growing general public awareness (especially in urban areas) about * importance of quality education * Limited access to affordable, quality education. * Minimal budget allocation by government to education sector * Limited number of government/public schools * Poor facilities in government schools * Threats: * New entrants can easily share the business * Difficulty in retaining qualified teachers * Revival of public/government schools in the future through effective * Gover nment policies and regulations. Company Information 4. 1 Company Name Glowing Pearl Education Center (GPEC) 4. 2 Company logo 4. 3 Company Vision The early Child Hood Development Centre will provide a broad, holistic early childhood education that follows the highest International standards of excellence. The Centre’s curriculum will be taught by competent early Childhood educators, is designed to help lay strong foundations for a child’s continuing education and growth 4. 4 Company Mission Our mission is to develop young men with active and creative minds, a sense of understanding and compassion for others, and the courage to act on their beliefs. We stress the total development of each child: spiritual, moral, ntellectual, social, emotional, and physical . Each child is an individual; that all children are creative; that all children need to succeed. Therefore, School respects the individual needs of children; fosters a caring and creative environment; and emphasizes the social, emotional, physical, intellectual development of each chil d. To provide a safe, caring, therapeutic environment where students with psychiatric, educational, and social challenges can best develop the skills and character necessary to rejoin their communities with success. The school will design programs and learning experiences that promote academic achievement and the personal and social growth of every student. As a richly diverse community of learners that values all its Members School will provide a safe and productive learning environment in which students can communicate effectively, think critically, solve problems and are technologically literate through a variety of curricular and extra-curricular activities. Through a challenging course of study with high standards, students will become responsible learners who can not only work collaboratively, but also be accountable for their own academic and developmental progress. 4. 5 Short –term Objectives: Year| Objectives| April 2012- July 2012| * Advertising campaign at first level to introduce our brand GPEC (Glowing pearl educational center), your child glow as pearl in all among children. Aug 2012- Nov 2012| * By using current resources will establish school * Hiring of helping staff which are trained as Montessori trainer. | 4. 6 Long –term Objectives: Year| Objectives| Dec 2012- Dec 2015| * We would get 50% education mar ket share in 3 years * More than 50% people of Gilgat Balistan should be aware of our brand GPEC. in 3 years * 50% people of Gilgat Balistan should be preference to our brand GPEC. in 3 years * We should at least 2 campus (one in Gilgat and other in Diyamer) of our brand GPEC to become market leader in 3 years| Jan 2016- Jan 2018| * We would open more campus other than Gilgat, we target the Khyber pakhtoon khowan which have more close nvironment and people life style etc * At least 5 campuses open in Khyber pakhtoon khowan during next 3 years. | 4. 7 Partner Profile: Muniba Islam| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | Najum-us-Sehar| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | Kanwal Gill| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | BUSINESS LEVEL STRATEGY 5. 1 Competitor product Detailed Analysis the product feature analysis before condu cting the survey: Features| Competitor 1| Competitor 1| Substitute product| Our product| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 5. 2 Survey Questionnaire Summary The survey is conducted among 100 peoples Around 73% Around 47% 67% of 33% of businesses uses paper based system 26% using SMS 7% of 20% CHARTS ; GRAPH MARKETING STRATEGY * Market Segmentation Segmentation Variable a) Geographic :City b) Demographic : working Woman, Income * There are two broad market-positioning options available to a Montessori School Based on the household income; the target market will be middle income group. * Based on the target market’s preference, the school will provide quality education at an affordable fee. * Irrespective of the education services, income based target market will play a crucial role in the overall positioning of the school. Any entrepreneur planning to open up a Montessori school should first decide upon the objective of the venture. Various options available in this regard may include: * To plan a Montessori school with emphasis on Daycare services. * To establish a school as a Preparatory School for other reputed Primary Level Sch ools. * To establish a Montessori School with incremental expansion of services into primary and high school level. * Based on income level, the school can position itself for any of the following three broad income groups; THE HIGH INCOME GROUP: The upper income group segment is quality and reputation conscious. Most parents of the children enrolled in these schools belong to the different section of the society i. e. elf-employed businessmen, high paid government or private sector executives. Existing schools in the category charge a fee ranging from Rs. 5,000–10,000 per month. These schools are characterized by large custom built campuses, swimming pools, indoor as well as outdoor physical activities areas, and furnished spacious classrooms with heaters and air conditioners. These schools offer well designed modern course work, and employ highly trained Montessori teachers. MIDDLE CLASS INCOME GROUP: Schools in this category normally charge a fee ranging from Rs. 1,500-5,0 00 per month. These schools cater to children of well-educated and professionally employed parents. The important characteristics of these schools include well located school buildings that may be custom built or rented premises, modern course work adopted by other modern school systems, and comfortable class rooms with some provisions for playing area. LOW INCOME GROUP: The concept of Montessori education is not very old in this income bracket; however an increasing number of parents in this category have also now started sending their children to these schools. One of the major reasons is that most of the private schools at primary level now do not accept students directly in Class 1. This category of schools charges a monthly fee up to Rs. ,500. These schools have small buildings with little or no provisions for physical activities. KEY SUCCESS FACTOR: At a Montessori school level, teachers/attendants play a critical role in the success of learning process. Therefore, it is suggested that staff employed by the school should be highly educated and properly trained for Montessori education. Before starting education services, it is recommended that teacher training program should be imparted. In addition to the quality of teachers employed, the teacher student ratio should be kept at a well-researched optimum level. The education curriculum should be well researched and comprehensive. In addition to paper course work, it is suggested that visual and other teaching tools should also be optimally used. Parents are conscious about the well being and safety of their children at schools, therefore, it is suggested that the school environment ensures security and should be free from any apparent hazards. The school should preferably not be located in a highly populated location or at a location with high traffic hazards. The area of the classrooms should be in line with the number of students in each classroom. Moreover, the classrooms should either be air-conditioned or at least well ventilated. Classrooms should also be well equipped with teaching as well as extracurricular activity aids. Adequate provisions for physical, either indoor or outdoor or both facilities should be made available. Continuous teacher parent interaction should also be a regular feature of the school education system. Formal registration is required for the setup of new Montessori and elementary schools 6. 2 Market Targeting a) City Variable b) Working Woman REGULATIONS: Formal registration is required for the setup of new Montessori and elementary schools with the Executive District Officer (EDO) Education. The application is to be submitted on a prescribed form which can be obtained from the department along with Rs. 5,000 registration fee and Rs. 500 annual subscription. Domestic rates apply on the utility bills if an institution is registered with the department. HUMAN RESOURCE MANAGMENT position| number| Monthly salary| Annual salary| Principal| 1| 20,000| 240,000| Teacher coordinator| 1| 12,000| 144,000| Activity teacher| 1| 10,000| 120,000| Computer teacher| 1| 12,000| 144,000| Teacher play ground| 6| 10,000| 720,000| Teacher KG1| 3| 10,000| 360,000| Teacher KG2| 2| 10,000| 240,000| Class1| 1| 10,000| 120,000| Class2| 1| 10,000| 120,000| Game teacher| 1| 12,000| 144,000| Accountant| 1| 12,000| 144,000| Student attendant| 5| 10,000| 600,000| Guard| 2| 8,000| 192,000| Peon| 1| 7,000| 84,000| cleaner| 2| 7,000| 168,000| Principal The principal should be responsible for coordinating all the activities of the school including the hiring of teachers, developing liaison with the parents, maintaining and developing the brand name of the school for appropriate positioning, course design, admission tests and extracurricular activities. Teacher’s coordinator An experienced and trained Montessori school teacher is recommended for this post . The Coordinator would be assisting the principal in all school matters. He/she will be responsible for teachers’ attendance, their performance and evaluation. He/she has to collaborate with students, parents, staff and volunteers to ensure that group activities run effectively. Supervise and monitor the tutoring of students. Coordinate any special projects to increase coaching awareness among teachers including arranging guest speakers, visits and workshops. Accountant The accountant will be responsible for book keeping and maintaining accounts, salaries, and other administrative expenditures. Teachers Experienced teachers or fresh graduates with a natural aptitude for teaching should be employed. A balanced mix of experienced and fresh teachers is recommended for efficient running of the school. Each teacher shall be given a class and held responsible for proper training, imparting knowledge, arranging co-curricular activities for the children and their performances in the examinations. Student Attendants The students in the elementary institutes are very young and may also need attendants or baby-sitters. One attendant will be requiring for every two classes. Librarian / Activity Teacher One person is recommended for running the library and for activity room. Computer Teacher The person should be responsible for the introduction of information technology to the young students and for proper arrangement of students’ games and basic computer learning. EQUIPMENT REQUIRMENT: The details of the different equipment required for the project is given in the following table. EQUIPMENT| QUALITY| COST PER UNIT| TOTAL COST| Computers | 3| 25000| 75000| PRINTERS| 1| 10000| 10000| AIR CONDITIONS| 3| 40000| 160000| FAX MACHINE| 4| 12000| 12000| TELEPHONE SET| 1| 10000| 4000| UPS| 4| 7500| 22500| TOTAL EQUIPMENT| 16| | 283,500| LAND AND BUILDING: AREA REQUIRMENT: For three hundred (300) students, 2. 5 canals of land comprising double story building would be sufficient. A purpose built building may also be purchased. The covered area should have 13 classrooms, one common room for teachers, one room for principal, one for teacher coordinator and one room for the administration staff. Appropriate numbers of washrooms are suggested for teachers, principal, children and administration staff. A big hall should be allocated with proper divisions for library/ entertainment room, and tools. Space Requirements| REQUIRED AREA| Class Rooms| 6000| Teachers Staff Room| 144| Library/Entertainment Room| 500| Admin Rooms| 575| Computer Class| 400| Washrooms ; Kitchen| 270| Grounds| 6961| Total Covered Area Requirement| 14850| Market Segmentation and Targeting Graphical Representation . 6. 3 Positioning Perception Map: 6. 4 Product: Product Information: 6. 4. 1 Product Name We offer two different type of product of three different segments which are: 1. Child care system which target only one segment which are: a. Children Age between 0- 1. 5 years 2. Education development system which target on two segments which are: b. Children Age between 1. 5- 3. 5 years c. Children Age between 3. 5- 6. 5 years 6. 4. 2 Product Features 6. 5 Price Fixed cost = Rs. Variable cost = Rs. ariable Cost= 0 ( As once software is developed there is no additional overhead involved in licensing the software) No Licenses to be issued=70 Cost Per License Per Year= 764,700 /70= Rs 10,924. 29 Cost Per License Per Month=10,924. 29/12= Rs. 910. 36 Markup Profit Percentage = 10% Profit= 910. 36 * 10% =91. 04 Price Will be Charged= Cost Per License Per Month+ Profit=910. 36 + 91. 04=Rs. 1,001. 4 (approx. 6. 6 Promotional Strategy Promotion type| Detail | Advertisements in newspapers| | Company website| | Facebook | | | | 6. 7 Distribution Strategy ORGANIZATIONAL STRUCTURE Glowing Pearl Education Center organizational chart CVS Appendix I FOR QUESTION Appendix II FOR Budgeting How to cite Business Plan for Early Childhood Development, Essay examples

Organizational Resilience and Human Capital Strategy †Free Samples

Question: Discuss about the Organizational Resilience and Human Capital Strategy. Answer: Introduction ArcelorMittal is a leading steel manufacturing and mining company. It has over 260,000 employees from over 60 countries and with subsidiaries in 20 countries across Europe, America, Middle East, Far East and Africa (Chawla Joshi, 2011). For such a big company with multinational employees of different cultures, races and varying background, recruitment of workforce to suit the needs of the company as expected at the top of management can prove to be quite challenging. This particularly becomes interesting given that similar workforce results maybe expected across all companys satellites regardless of the differences in work attributes and beliefs across the world. The challenge is to come up with a recruitment plan that will ensure that hired workers best suit the requirement at local level while delivering to achieve common goals set at the top of the management. ArcelorMittal faces challenges of being overstaffed and understaffed at the same time. Biggest challenge facing employment at ArcelorMittal is automation, according to the companys 2015 integrated report. While the company needs to look for ways to reduce its staff, it also suffers dilemma in that it needs to develop in-house skills and hire external expertise in order to achieve arising strategic goals. The company has excellent in-house skills but it doesnt have all talents need to achieve certain objectives. The company is overstaffed in general in comparison with the current supply demand for steel in their European and North American markets. However, need to make strategic hires for adequate coverage in all areas is a good idea (Othman, 2009). In-house skills and talent development is the ultimate initiative, in the wake of reduced external recruitment, to make adequate coverage in senior positions as well as for succession plans. To fill up for positions left void upon retirem ents of senior staffs, identification of individuals with right potential is a key step. Over the past few years, ArcelorMittal has been faced with challenges regarding welfare of its workers upon its announcement of plans to retrench some of its employees. Due to increasing competition from other steel producers, its sustainability across its peripheries is reported to be a big challenge. Demand forecasting, if well put in place would have predicted that the company will not require several employees (Sinha, Pandey Varkkey, 2017). This information would help the company to control recruitments. Demand and supply of labor in this company is in somewhat uncertain state after dynamic technical, management and business changes created a wave that swept across the human resource aspects of this company. Organization image ArcelorMittal is an international company with great reputation worldwide, given its presence across several parts of the world. This is particularly pointed to the fact that it presented great value to quality and productivity even when it enjoyed what was considered as massive dominance in steel production, before it faced competition from companies from giant economies like China. The companys structure that promotes collaboration for innovation, diversity oriented workforce, high performance work systems and design-led innovations is the key driver towards shaping the organizational image of this company (Ayne, McDonald Hamm, 2013). Clear codes of business conducts to enhance high standards of behavior in dealing with employees, suppliers and other partners have created an impression of a high profile organization. Development of community based projects, community engagement and the economic contribution to development in different parts of the world that enjoy its presence hav e contributed positively towards the companys image (Cock, Lambert Fitzgerald, 2013). This makes easier for the company to attract wide range of potential employees. In-house skills development that targets high potential employees based on their performance, is a motivating factor that builds high in terms of companys image. Well defined processes and procedures for job promotion among employees contributes towards building good brand image in a great way. The framework used to measure individual performance and potential for all employees is a 5 x 5 grid with a scale of 1 to 5 with one being the smallest and 5 the highest. The assessment is simple and objective with every employers potential, skills and talent being measured against their specified deliverables (Su Yang, 2015). Presence of ArcelorMittal University creates a big image for the company as this is not only a symbol of diversity but also a symbol of massive hub of ideas. It was quoted that in 2012, over 22,000 employees underwent a total of 375,500 hours of training by the university. This training helps to strengthen the corporate culture, strategies and values. The training plays a vital role in shaping the overall companys identity. Consequently, preparation of workforce that requires new and special skills done in this university provides constant supply of potential specialists to the company. Recent loss of jobs by several employees across the companys subsidiaries is a major challenge for companys profile. Employment security uncertainties reduces performance of employees and challenges recruitment processes during hiring. Retrenchments in recent times tends to be unavoidable because of automation that comes with technology (Wilson, 2016). Better ways of achieving production goals have been reported to increase day in day out. However, new ways should be devised that take care of employees welfare. Demography and workforce ArcelorMittal is a global organization with well-defined competencies in which each employer is measured against. The companys diversity is reflective on workforce in terms of different nationalities, cultures, gender, races and ethnic groups (Aini, 2014). These competencies are for example stake holder management, critical decision making and strategic thinking. Although ArcelorMittal is one company with specific objectives at the apex of the management, the company is very conscious about diversity with regard of management of local elements. This comes from the understanding that some certain characteristics affecting the company that are native to one part of the world may conflict with some other characteristics in a different environment (Reddy Gizachew, 2014). Retiring people are taking expertise and job experience with them (Bakhazi, 2015). Sometimes workers are made to retire early in efforts to control labor costs. This creates imbalances which lowers productivity gain. However, emergence of new technologies phases out old technologies gradually and old ideas and skills may not be necessary anymore. Amount of workforce required reduces with introduction of technology and massive use of machines and robots, thereby increasing operational efficiencies. Young and dynamic people are considered more productive while experience and critical decision making are associated with age. Next generation leaders are required in the wake for need to use new strategies and emerging technologies (Ganapathy Venkatesh, 2016). Just as steel making has evolved over time to utilize technology, so is the concept of recruiting program at ArcelorMittal. This is in accordance to the companys plan to ensure that current manufacturing demands and employees competence match (Butrin, Gel'manova Yarushin, 2015). Partnership with different learning institutions is one approach that the company uses to capture and win brightest minds that help them transform the future of steel production. Furthermore development of ArcelorMittal University provides the company with a great way of tapping high potential individuals. The next generation workers and leaders will face more complex challenges that require innovation, high strength and agility. Several organizations including ArcelorMittal are still struggling to recruit next generation leaders (Zilberg, 2012). According to Ali Gilani who is the companys global head of resourcing, this is because the recruitment of next generation leaders is being done by current generatio n leaders who are still not clear of what the next generation leaders should look like. Current interviewers lack to know what they are looking for and tends to choose people with similar attributes as their own profiles. Brand awareness was reported to be very low some time back in the company. It was noted by students in local university that some of passersby or ignorant residents around the area adjacent to the factories were found to know very little about the steel company and some even had problems pronouncing the name of the company. In Indiana, United States where the mother plant is based, some people could think something like that the plant produces some cosmetics by use of computerized systems! A report indicated that only some little efforts by the company were put in place to create awareness about its brand (Monfort Villagra, 2016). This was another big challenge. The company have since launched serious campaigns to lift the brand. To raise companys profile to attract future competent employees among students, the company has sponsored various activities such as Big Ten Conference- a football league for campus students. Through such interactions, social media advertising comes into pl ay through use of related activities that prompts students to like the sponsors of the league in their Facebook pages and other social media platforms and rewarded with gifts in return (Melanthiou, Pavlou Constantinou, 2015). The company has also extended campus partnership in attempt to increase awareness of carrier opportunities in the steel industry. Conclusion The report points out that although ArcelorMittal is much well off as much as workforce is concerned when compared with other organizations, there some challenges facing its workforce. Overstaffing is a major challenge that the company has to deal with. While recruitment of new skills to manage new needs is mandatory, the company faces situations that forces making certain hard decisions like to lay off some workers. Development and recruitment of workforce with regard to the next generation leaders requires better understanding of how the future would look like and what to expect. Some of the challenges the company is facing today are as a result of poor demand forecasting. The management needs to consider the recommendations given in this report and customize them where necessary so as to contain workforce challenges facing the company. Recommendations The following recommendations should be considered in order to solve the workforce challenges in ArcelorMittal: Develop an effective workforce management system. This system should be tailored specifically to monitor workforce requirement for a given period of time. It should also be able to compile employees outputs and rank them according to jobs accomplished. Increase the diversity of workforce in all branches to enable employees share ideas and interact well enough to eliminate barriers that impede good relations among workers. Transfer of highly skilled workers through job promotion to other subsidiaries where the company suffers deficiency of such high skills. This will help the company achieve workforce uniformity across its factories. Develop new plan that will contain surplus employees and make them to remain productive and of use to the company. This should be done by harmonizing automation, recruitment of new skills and development of in-house talents processes to eliminate the problem of retrenchments. Develop a recruiting team with comprehensive understanding of future needs. This will help them to understand what skills will be phased out by technology. Consequently plans to balance between recruitment of new skills and required workforce will be easier to define. References Aini, P. (2014). Workforce diversity at workplace: A report on Tata Consultancy Service. Indian Journal of Health Wellbeing, 5(7), 107. Ayne, J., McDonald, S., Hamm, L. (2013). Production Teams and Producing Racial Diversity in Workplace Relationships Production Teams and Producing Racial Diversity in Workplace Relationships. Sociological Forum, 28(2), 326. doi:10.1111/socf.12021 Bakhazi, K. (2015). Former Employee Entitled to Early, Unreduced Pension Under Expired Collective Agreement. Plans Trusts, 33(3), 21-22. Butrin, A., Gel'manova, Z., Yarushin, D. (2015). Risk-Assessment Practices of Companies in Ferrous Metallurgy. Metallurgist, 59(1/2), 99-103. doi: 10.1007/s11015-015-0067-8 Chawla, D., Joshi, H. (2011). Impact of Knowledge Management on Learning Organization in Indian Organizations-A Comparison. Knowledge Process Management, 18(4), 266-277. doi:10.1002/kpm.384 COCK, J., LAMBERT, R., FITZGERALD, S. (2013). Steel, Nature and Society. Globalizations, 10(6), 855-869. doi:10.1080/14747731.2013.814441 Ganapathy, Venkatesh. 2016. "Empowerment through Engagement - Dealing With HR Challenges Faced By Insurance Sector." Journal of the Insurance Institute of India 4, no. 1: 50-57. Business Source Complete, EBSCOhost (accessed September 27, 2017). Melanthiou, Y., Pavlou, F., Constantinou, E. (2015). The Use of Social Network Sites as an E-Recruitment Tool. Journal of Transnational Management, 20(1), 31-49. doi:10.1080/15475778.2015.998141 Monfort, a., villagra, n. (2016). Corporate social responsibility and corporate foundations in building responsible brands. El Profesional De La Informacin, 25(5), 767-777. doi:10.3145/epi.2016.sep.07 Othman, A. A. (2009). Strategic HRM Practices: Perspectives of Malaysian and Japanese Owned Companies in Malaysia. Global Business Management Research, 1(1), 1-22. Reddy, s. K., Gizachew, e. (2014). Managing diversity and multiculturalism for organizational transformation. Clear International Journal Of Research In Commerce Management, 5(9), 66. Sinha, A., Pandey, J., Varkkey, B. (2017). Professionalizing Religious Family-owned Organizations: An Examination of Human Resource Challenges. South Asian Journal of Management, 24(2), 7-24. Su, C., Yang, T. (2015). Hoshin Kanri planning process in human resource management: recruitment in a high-tech firm. Total Quality Management Business Excellence, 26(1/2), 140-156. doi:10.1080/14783363.2012.756743 Wilson, R. L. (2016). Organizational resilience as a human capital strategy for companies in bankruptcy. Work, 54(2), 309-323. doi:10.3233/WOR-162302 Zilberg, T. (2012). Board-level participation and sr implementation in organization's management. Managerial Challenges of the Contemporary Society, (4), 205-212.

Concepts Of Lifetime Fitness Essays - Physiology, Heat Transfer

Concepts of Lifetime Fitness September 1, 1997 Homeostasis is the state of equilibrium in which the internal environment of the human body remains relatively constant. Two excellent examples of homeostasis are how the body maintains a constant temperature and blood pressure during strenuous physical activity or exercise. Although there are many other activities in the body that display homeostasis, I will only discuss these two. Temperature in the human body is usually kept at approximately 37 degrees Celsius. To maintain such a strict temperature, the body has a few functions to combat the outside elements. People cannot make themselves cold as readily as make themselves hot, however I will mention both homeostasis functions. When the external temperature decreases, a portion of the brain called the hypothalamus detects the drop by means of the blood. To compensate, the brain sends chemical and electrical impulses to the muscles. These impulses tell the muscles to begin to contract and relax at very high intervals. This is commonly known as shivering. The production of Adenosine Triphosphate or ATP in the mitochondria of the muscles produces heat. If the body temperature does not rise immediately after this, then a second function begins. The brain will signal the blood vessels near the skin to constrict or narrow in diameter. This occurs so the heat deep in the muscles is conserved. Sinc! e the vessels are now smaller in diameter, less blood is needed to fill them. Since less blood is needed through the vessels, the heart begins to slow. If the body remains in this slowed state, hypothermia could result. Hypothermia is the condition in which metabolic processes are inhibited. The medical world has taken advantage of this by inducing hypothermia in patients that are undergoing organ transplants. To fight temperatures higher than normal, as in exercise or on hot days, the body reacts in the opposite way than with cold. Again, the hypothalamus detects the change of temperature in the blood. The brain signals blood vessels not to constrict, but to dilate. This increases the diameter of the vessels, and results in the need for more blood. Since more blood is needed to fill the vessels, the heart pumps faster and that causes respiration to increase. The increased respiration will make the body exhale some of the internal heat, like placing a fan in a window to cool a room. The blood vessels are dilated so the heat deep in the muscles is easily released. Another commonly known mechanism to fight heat is sweating. Sweat glands found throughout the body are stimulated by the hypothalamus to excrete sweat and when the sweat evaporates, the skin is cooled. If the body is not cooled by the time all of the internal water supply is used, it could go into hypothermia. Th! is is when the body becomes dehydrated and proteins begin to denature. Hypothermia can result in certain death if the water supply is not immediately replenished. Some advantages to these mechanisms are the cleansing effect of sweating and weight loss. Sweat, when excreted, removes waste materials such as bacteria and water. Fat material, during exercise, is actually "eaten" by the body thus reducing overall weight. The second example of homeostasis is blood pressure regulation. When the hydrostatic pressure of blood is above normal, pressure sensors in the blood vessels tell the brain through chemical means. The brain will then stimulate the heart to contract or beat in slower intervals. This will cause less blood to enter the blood vessels and that will lower the hydrostatic pressure. If the pressure is lower than normal, the exact opposite happens. The sensors in the vessels tell the brain and the brain will then make the heart beat faster so more blood enters the vessels and the pressure is raised. The body uses many mechanisms to regulate temperature and blood pressure. Be it stimuli to the heart from the brain or messages from the blood, the body maintains its internal environment through a process called homeostasis.

Harry S. Truman Essays - Harry S. Truman, Haberdashers, Free Essays

Harry S. Truman Essays - Harry S. Truman, Haberdashers, Free Essays Harry S. Truman Sims 1 US History Mrs. Murphy 11 February 1999 Short and rather bird-like behind thick glasses, Harry S. Truman was not intimidating in looks. He spoke in a Midwestern farmer?s tone. But he was a shrewd politician, and established a reputation for speaking the truth. Truman was born on May 8, 1884 in Lamar, Missouri. He was the oldest of three children of John Anderson Truman and Martha Ellen (Young) Truman(Steins 41). His birthplace is just south of the area into which his grandparents had moved from Kentucky four decades earlier(aol 2). The letter "S" in his name was not an abbreviation. It showed the family?s reluctance to choose between his grandfathers, Anderson Shippe Truman and Solomon Young. In 1887 Truman as an infant was moved to a 600 acre farm owned by his mother?s family (Hargrove 19). Harry often recalled how his granddad drove him to the Grandview Fair as a child. Harry also played in the cornfield and mud holes with his Shetland pony and his brother, Vivian (Hargrove 19). Shortly after Harry?s sister, Mary Jane, was born the family moved to the little town of Independence, Missouri. There, Harry?s thick glasses prevented from joining in many boyhood activities (aol 2). One of the friends that Harry met was a little, curly headed girl named Elizabeth "Bess" Wallace at the age of four years. Eventually they would marry (Hargrove 20). Harry started public school in 1892. Because of his poor eyesight his mother encouraged him to turn to piano and books (Steins 42). Harry began to read small sentences in the newspaper at the early age of five. This helped him stay away from the rough and tumble games that would break his glasses. He once said, "I was so cautioned about my glasses that I was afraid to join the boyish activities that I dearly so wanted to be a part of," (Hargrove 22). Despite some diphtheria in the second grade, Harry was an excellent student. He skipped the third grade entirely. Ironically, Harry had his first job while in the first grade at a drug store owned by William Clinton (Hargrove 22). Harry finished high school in 1901. He graduated with honors but was turned down an appointment to West Point due to poor eyesight (Steins 42). He took a job as a mailroom clerk at the Kansas City Star . Several years of work for a railroad and two banks added more to Truman?s experience than to his finances (aol 3). Then, at the age of 22, he returned to the rural work into which he had been born. He spent the next eleven years as a farmer helping his father manage the Young farm in Grandview (aol 3). Working on a farm in the golden age of American agriculture he experienced a personal change, becoming less withdrawn and much more confident in his relations with other people. He began to actively participate in Democratic Party politics that later helped him as a politician. In 1917 the world was at war. After the sinking of the Lusitania, the U.S. was enveloped by war and also Harry heard his calling. Truman enrolled in Battery D, 129th Field Artillery, 35th Division, of the United States Army (Hargrove 25). He discovered that he had talents as a leader and gained the affection of a group of men who voted for him later. After the war, he joined Veterans organizations and the Army Reserve, rising to the rank of Colonel. After returning home in 1919, Truman married his childhood friend, Bess, and established a haberdashery in Kansas City. The marriage succeeded, but the store didn?t. Founded during the post war boom, it collapsed in the post war Depression. Left with heavy debts Truman was forced to think once again about his career (aol 3). Through an old army friend, Truman was appointed highway overseer of Jackson County, Missouri. While Truman avoided the corrupt side of the organization and handled his own offices honestly and efficiently, he remained loyal to the dirty Pendergast that got him elected. In 1926, Truman wanted a higher position. He became county judge of Jackson County. In the era where bad politics was popular politics Truman soon became known and

The New Narcissism Essay Example | Topics and Well Written Essays - 500 words

The New Narcissism - Essay Example In his view, the structure has gradually come to be prime psychological diagnosis in contemporary life. Lasch expresses that most of modern societies tend to recognize individuals based on a hierarchical relationship that is usually expressed as in form of symbols such as material wealth and a self-indulgent lifestyle. In these societies, relationship to other is therefore based and determined by the ability to compete with others on acquiring these symbols. Consequently, these societies regard personality as a means to fostering communication as well as breeding callous competition. Similarly, due to the fact that every person in these societies is focused on acquiring the relationship symbols, most actions done are usually ignored irrespective of their legality thereby conforming to the Narcissist traits of neuroticism, passive aggressiveness or obsession to a point of being a bully or an opportunist (Lasch). Another theme that is clearly presented in Lasch’s idea of narcissism in the society is that pertaining to disregard of the elderly within contemporary narcissist societies. This is possibly because such societies tend to perceive ageing as a sign of weakness in the competition that exists within such societies. The same case also applies to those having ill health. Their vast knowledge and wisdom of life is similarly ignored or is considered irrelevant, which is a pathway to their isolation within the society. In other words, such a culture tends to undervalue old experience and instead places more emphasis on physical strength and agility such that their definition of productivity exclude the old generation (Lasch). Lasch also presents another issue of the perception of women by men in these new narcissists’ societies. He presents that most women have come to resent men perhaps sue to the constant discrimination that the

Approaches to Teaching Grammar Article Example | Topics and Well Written Essays - 3000 words

Approaches to Teaching Grammar - Article Example The apparent limitation of the syllabus was that students were not involved in learning the language due to the monotonous nature of activities. Secondly, adults feel that the language they are learning is not preparing them for the world. The skills of language; reading, writing, speaking and writing were taught in isolation and in a very set manner. Since, we use more than one skill at a time, learners were forced to focus on one skill and the integration of skill development was missing. Speaking was ignored like in any traditional classroom, due to its difficult nature of assessment and requires a competent teacher. All the focus is on writing as it is considered the most important academic skill. The main reason for learning English language is instrumental. Like other countries, this country is also facing recession and employment rates are constantly fluctuating rather deteriorating. Students want to learn the language to seek new opportunities around the world. When this Institution will activate my syllabus, they have to consider that it is learner centered where adults come to discuss debate, interact socially and philosophically and begin to work in teams. The main aim of the course is to make it motivating and interesting for the students. Target Learners First thing to be kept in mind is that the students are a part of society and we have to touch English in the manner it is appropriate. Culture of target language will also be exposed to students to a certain degree. Learning English for my target students is not a total new experience as they have completed their twelve years of education, where weekly 120 minutes were given to language teaching. But the medium of instruction remains Arabic.... First thing to be kept in mind is that the students are a part of society and we have to touch English in the manner it is appropriate. The culture of target language will also be exposed to students to a certain degree. Learning English for my target students is not a totally new experience as they have completed their twelve years of education, where weekly 120 minutes were given to language teaching. But the medium of instruction remains Arabic. Language development is to the extent where the students understand instructions and follow them appropriately, but with some emphasis on repetition of instructions. The students can read and comprehend with the teacher’s help. Teacher is always in control and there aren’t many opportunities for learners to talk about their lives, opinions, and experiences. Teacher takes most of the time explaining to the learners how to go about the written activities. Learners listen to the teacher and do accordingly; obviously repetition o f instructions is in demand. Learners have very less room for creativity and expression. Activities are monotonous and last for the whole period. All the activities revolve around making the learner write in the end. Learners feel bored and there is no excitement as the classes have routine and learners know what is going to happen next. The learners do not find authentic language to use it outside the class but they are able to write an application, letters and etc. What they lack is confidence in talking in English along with the experience.

The Roles of the Colonial American Woman in the Revolutionary War Essay

The Roles of the Colonial American Woman in the Revolutionary War - Essay Example In the common days, the man was the headmaster of the household and women is assigned to take care of their children. If women have no husbands, or they became widows, or they come out to a decision to end up their relationship by which it resulted to a divorce but it was difficult to be granted at that time. However, the court finds a way to solve this kind of status of widows and spinsters and allows them to live apart. Although, this is not an easy situation to women because they must be married first before they can manage and own the property of her deceased husband. The woman's role was presumably as a single parent and also the head of the family if the woman is not sedentary married. The women must cater her family with food, made clothing, domestic essentials, cleaned house, and supervised the children. (Norton, M.B., pp. 196). The wife has some legal rights that enforced the ordinary law on the era of revolutionary. It was mentioned that "the women could not hold any proper ty of her husband until they are not separated by the law". The husband has the legitimate right to beat her wife for being disobedient. These were the times that women are treated just servants by their master or even by their husband. The woman had no privileges to marry without the prevision of her master. The punishments on their unfaithfulness may subject to fines or even the extension of their service to their master. When a child was born during in the time of service of her mother, that child will also suffer the same kind of mistreated of what her mother suffered and could possibly be publicly abused. In other half, women are separated into two kinds in the years of Revolutionary Era which includes the White Women and Black Women.   White women are always located in city. They could find some jobs such as being a maid, cook, and babysitter without any restriction on the community and even in the Government of Revolutionary War.   Unlike with the white women, black women are treated as the servant. A kind of women who serves on the house as well on the field. (Lerner, G, 1988) The Revolutionary Era has the law that involves about the Interracial Marriage by which the black slave women experienced sexual exploitation and was also abused in which there was no legal reason for them to experience this kind of abuse. These mistreated natures that only the black women who have been always the victims happened in the countries of Pennsylvania and Massachusetts but still black women survived and they underwent all the kind of jobs as possible. Being barbers, midwives, sextons, and blacksmiths are just some of the common jobs they encountered. Again, there are few women who are being mistreated. Women should not be handled in this way. They should be treated just like with the ordinary people should. (Lerner, G,1988) Meanwhile, Colonial American Women had different major groups: the Native Indian Women, the African Women, and the European Women in the Era o f Revolution. Each group has very different cultures and the roles played in their communities and to their families.  

Total Quality Management; bringing forth the change required to obtain competitive advantage

Total Quality Management; bringing forth the change required to obtain competitive advantage The world economy has undergone rapid changes during the past two decades with the advent of global competition to an extent that almost every company (large or small) is touch by it in some ways. As creativity and innovation are necessary for bringing forth the change required to obtain competitive advantage, quality is the most effective factor a company can use in the battle for customers/clients. To be competitive, the customers must be satisfied and to satisfy customers we must focus on quality. Total Quality Management (TQM) provides the philosophy and driving force for designing quality in order to delight the customers by focusing on best value of a companys products or services. The above summation agreed with Zikmund (1994), who opined that Total Quality Management is a business philosophy that embodies the belief that management process must focus on integrating the idea of Customer drives quality throughout an organization. It is in line with the above that this chapter will discuss:  ¨ An overview of Total Quality Management  ¨ Basic principles and concepts of Total Quality Management  ¨ Tools and techniques of Total Quality Management  ¨ Total Quality Management as a business strategy and implementation  ¨ Review and evaluation of TQM on organisational performance and productivity This is however to ensure that management, scholars, researchers and others fully grasp TQM principles, tools, techniques and methodology as a way of contributing to quality improvement process and enhancing corporate performance and productivity. Therefore, the objective of Total Quality Management practice is to improve the corporate performance of organization. 2.1 OVERVIEW OF TOTAL QUALITY MANAGEMENT 2.1.1What is Total Quality Management? Total Quality Management is an American perception of managing quality. Since TQM deals with quality, it seems evident that the first step towards understanding the meaning of the phrase would require an understanding of the word â€Å"quality.† The word which means different thing to different people, is often used to describe goods and services. Although, Quality as a concept is subjective, but in general, it can be defined as a measure of the degree to which a particular product satisfies customers expectations with respect to certain tangible and intangible features of the product. However, Robert Kotler (1994), view a products quality as the ability to perform its functions. It includes the products overall durability, reliability, precision, ease of operation and repairs and other valued attributes. Although some of these attributes can be measured objectively from marketing point of view, but quality should be measured in terms of buyers perception. Sullivan (1986), showed evidence on this issue when he defined seven stages of quality in Japan in order of increasing level of quality to include: product oriented, process oriented, systems oriented, humanistic, society, cost oriented, and quality function deployment (QFD). Deming (1986), saw quality as aiming at the needs of the customers (present and future). Juran sees quality as fitness for purpose while Crosby (1979), saw quality primarily as conformance to requirements. Rao, et.al (1996) also approached the scope on quality when they cited Garvin (1988) as the first to categorize the numerous definitions on quality existing in the literature in an effort to create a common understanding. Five approaches were identified to defining quality: the transcendent, product-based, user-based, manufacturing-based, and value-based approach. a. The transcendent approach is typified by Barbara Tuchmans (1980), definition: â€Å"a condition of excellence implying fine quality as distinct from poor quality. Quality is achieving or reaching for the highest standard as against being satisfied with the sloppy or fraudulent.† Examples of fine quality that meet this definition are present in fine arts and literature. However, these items may not represent quality to everyone and its lack of objectivity also create problem for companies in business environment who are striving for quality. b. The product-based approach identifies features or attributes that can be measured to indicate higher quality. This approach provides objective measures of quality compared to the first. c. The user-based approach determines the quality of the goods. The product or service that best satisfies the user is the higher quality product. This approach equates customers satisfaction with quality. d. The manufacturing-based approach was described by Crosby (1979), as conformance to requirements. e. The value-based approach introduces the element of price. Broh (1982), provided one expression of this approach: â€Å"Quality is the degree of excellence at an acceptable price and control of variability at an acceptable cost.† Unfortunately, like as said earlier, most of these definitions are subjective. Although the manufacturing-base and product-based approaches are objective, quality has to be defined by the organisation concerned. Having come to term that quality is a necessary pre-requisite for any company operating in todays highly competitive business environment, it is therefore implied that as quality varies from one company to another, it also dependent on their mission, policy, and other elements that guide the company in the realisation of its corporate goals. It is therefore common that in the manufacturing sector, quality in both product and service is a compelling competitive differentiator, while for service business, quality is everything-essentially, it is the product. From an institutional point of view, Total Quality Management is maintaining an environment in which all employees are empowered to participate as a team in determining, measuring, and improving quality of a company. It includes the use of facts and data to implement a management philosophy with the overall aim of increasing customers satisfaction, profitability, and job satisfaction. It is from this perspective that Akpeiyi (1995), defined TQM as â€Å"a business strategy for ensuring that organization delivers quality goods and services to both its external and internal customers so that the organization can continuously remain in a profitably rewarding business.† Besterfields, et.al (1995) on the other hand, defines TQM as â€Å"both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization.† According to Arene (1995), TQM stands for customer satisfaction at the lowest cost involving all the people in the organization. She further stated that the three key elements of TQM (Customer satisfaction, low cost, people involvement and empowerment) call for a total cultural change in leadership and management style, values for effectiveness and deficiency. Quality according to her stands for the highest standards and the best of the best. Speaking in the same vein, Juran (1995) said that following World War II, the Japanese embarked on a course of reaching national goals by trade rather than by military means. And that the major manufacturers who had been involved extensively in military production were faced with converting to civilian production but a major obstacle to selling their products in the international markets was a national reputation for shoddy goods created by export of poor quality goods prior to world war II. He then went on to say that to solve this problem, the Japanese undertook to learn how other countries achieve high quality. To this end, the Japanese carried out in-depth research and study from which they devised some unprecedented strategies for creating a revolutionary pace. The Japanese experience confirms the fact that giving the growing competition in world, a competition which not only put one country against another and ultimately one race against another, it is only those organizations or countries and races that can compete on the quality of their products and services will survive. Carlos Cordon (1996) postulated that a fundamental basis of TQM is a culture for countinuous improvement. He pointed out that workers are the experts because they have the detailed knowledge of how the work is done and they are the best to improve the process. Cordon further noted that while top management should endorse and initiate the change, it is at the bottom of the organization that the responsibility for improving process lays. Under this philosophy, work is done in teams. These teams are responsible for the individual operations and also improving the process. He argued further that the role of the supervisors and managers changes in which they become the team coaches, making sure that the team has the resources needed to fulfill their mission. Cordon maintained that to implement this TQM cultural change, a company should train its workers to equip them with tools for process improvement and typically, such training includes techniques about effective team work, problem solv ing, process analysis, project management, statistical tools etc. Once trained in the use of these tools, the teams generate ideas for improvement and thereby implement the ideas. With this spirit, mistakes are considered as opportunities for improvement and the objectives is to obtain improvement is a continuous process. It is noteworthy to point out that training in TQM is a continuous process for all employees and not an â€Å"on-off† investment for a year, because if this â€Å"on-off† approach is adopted, then the TQM training will be seen as a program not as a process. Festus Iyayi (1994), also instructively noted that â€Å"TQM is both a routine and philosophy of excellence in an organizational means for providing products and services that have good qualities to a high degree.† According to him, as a route to excellence, TQM is a conscious, formalized and systematic process of seeking, achieving a sustaining improvement in the quality of all activities, structures and processes for the purpose of satisfying the organizations customers which in turn improves the overall performance of the organization. Miller (1994), also did an exploration on TQM and found out that only those companies that apply the techniques of TQM can survive the competition in future. Such companies according to Miller, will increase greatly in competitiveness and performance due to the effect of TQM. From the foregoing definitions, TQM can be described as the most important management methodology available today to achieve and maintain a competitive edge against worldwide competition. It can be tailored for a particular environment and there are many ways for implementation, which will be discussed later. Due to high and growing tension, which leads to feelings of blame, mistrust, lack of common vision of the future, coupled with low morale, many organizations are gradually turning to TQM. It is therefore essential at this point to identify the leading sages in TQM in order to understand its principles and concepts to be discussed later. 2.1.2 The Deming Philosophy: Dr. W. Edwards Deming was the first American to introduce quality principles to the Japanese on a large scale. He is credited with providing the foundation of the Japanese quality †¦Ã¢â‚¬ ¦ and resurgence as an economic power. Over the years, Deming condensed his philosophy into 14 points, which became action items for top management to adopt. He also outlines seven deadly diseases that can prevent the successful introduction of TQM. Below are the 14 points he developed as a theory for management for improvement of quality, productivity and competitive position:  § Create constancy of purpose toward improvement of product and service.  § Learn the new philosophy  § Cease dependence on inspection of the product to achieve quality. But require statistical evidence of process control along with incoming critical parts.  § Buy materials only if the supplier has a quality process. End the practice of awarding business on the basis of the price tag alone.  § Use statistical methods to find troubleshoots and constantly improve the system.  § Institute modern aids to training on the job  § Institute modern methods of supervision.  § Drive out fear  § Break down barriers between departments  § Eliminate numeral goals  § Review work standards to account for quality  § Remove barriers that rob people of their pride of workmanship  § Institute a vigorous program for training people in new skills  § Create a structure in top management that will push the above 13 points every day. 2.1.3 Juran Juran is regarded as one of the prime architects of the quality revolution in Japan. After graduating as an engineer, in 1924 he joined the Western Electric Hawthorne Works where he was assigned to the inspection function. In 1951 he published the Quality Control Handbook, which later became a seminal work in the area. He arrived in Japan four years after Deming. He founded the Juran Institute in 1979. Juran expresses his approach to quality in the form of the Quality Trilogy. Managing for quality, he stated, involved three basic processes:  § Quality planning.  § Quality control  § Quality improvement 2.1.4 Crosby In 1965 Crosby joined ITT as a corporate vice president of quality, the first one in the United States. In 1979 he launched a consulting practice focused on quality. Crosby described quality as â€Å"free† and argued that zero defects were a desirable and achievable goal. He defined quality as conformance to requirements. Accordingly, a Pinto meeting the requirements for a Pinto were a quality product just as much as was a Cadillac conforming to Cadillac requirements. Recognising that improving quality by increasing the level of inspection would raise costs, he insisted that the way to achieve zero defects was to improve prevention techniques. Conformance costs include appraisal and prevention costs. The traditional view, as expressed by Juran, is that the cost of appraisal must increase if quality is to increase. Crosbys contribution was that, by improving prevention approaches, the cost would decline since the entire quality-appraisal trade-off curve would move in the direction shown. He articulated his view of quality as the four absolutes of quality management:  § Quality means conformance to requirements. Requirements needed to be clearly specified so that everyone knew what was expected of them  § Quality comes from prevention. And prevention was a result of training, discipline, example, leadership, and more.  § Quality performance standard is zero defects. Errors should not be tolerated.  § Quality measurement is the price of nonconformance. In order to improve quality, Crosby proposed a 14-point program:  § Demonstrate management commitment by being convinced that quality improvement is needed and subscribing to a written quality policy. This policy should specify clearly that each person be expected to perform exactly as specified or cause the specifications to be changes to match the needs of the company or the customer.  § Form quality improvement teams. These should be cross -functional and include department heads to oversee the quality improvement process. The team of department heads should be responsible for promoting quality through the entire company.  § Establish measurements for quality in all activities. Although many of these measures could be error rates, he also included some others. As examples, he suggested that accounting could use the percentage of late reports; plant engineering could use time lost because of equipment failures.  § Evaluate the cost of quality and use it to identify where quality improvements could be profitably made.  § Raise the awareness of quality through the organization. Get employees involved by making them aware of costs.  § Take corrective action to improve quality in areas identified in the previous steps.  § Plan for zero defects. Using members of the quality improvement team, plan a zero defects program that fits the company and its culture.  § Train all employees to carry out their part of the quality improvement program.  § Hold a Zero Defects Day to signal to all employees that the company has established a new performance standard.  § Encourage people to set goals for themselves and their groups. These goals should be specific and measurable, and progress should be measured against them.  § Remove obstacles that prevent employees from achieving these goals by encouraging them to report these obstacles to management  § Provide recognition for those who participate. This should be public and non-financial  § Establish quality councils consisting of team chairpersons and quality professionals. They should meet regularly, share experiences, and generate ideas.  § Do it all over again to stress that quality improvement is a continuous process. 2.1.5 Feigenbaum Armand Feigenbaum joined General Electric in Schenectady, New York, in 1944. While working on the jet engines he found that statistical techniques helped him improve their performance, and, as a result, GE put him in charge of its quality programs. Later, at MIT he developed the concepts of Total Quality Control. In 1968 he founded his own consulting company, General Systems. Throughout his career he promoted the concept of Total Quality Control. Feigenbaum defines total quality as an excellence-driven rather than a defect-driven concept. In his view quality is defined by the customer, and in this regard he is similar to Juran. He also feels that the quality philosophy extends beyond the factory floor to include all of the functions in an organisation. This is similar to Crosbys view of a broader scope for TQM. In order to persuade management to adopt a quality strategy, he also used the Cost-of -Quality approach. 2.1.6 Ishikawa Kaoru Ishikawa graduated from the University of Tokyo in 1939 with a degree in applied chemistry. His life was totally committed to the promotion of Total Quality through Japan. Ishikawa believed that all divisions and all employees in the organization should be involved in studying and promoting quality control by learning seven statistical tools. He created one of these tools, the cause-and-effect diagram, which is also known as the Ishikawa diagram. Ishikawas second concept was that of the customer as primary in defining quality. He defined the customer as the next person in the line, the person who gets your work or anybody who relies on you. 2.1.6 Taguchi Genichi Taguchi formerly an employee of Nippon Telephone and Telegraph has had significant influence on the quality movement in Japan. His prime focus was in making statistics practical. For this endeavor he won the Deming Prize in 1960, and since then he has won the prize again on three separate occasions. His ideas are promoted in the United States through the American Supplier Institute. Taguchi viewed quality as an issue for the entire company and focused on the use of statistical methods to improve quality, particularly in the area of product design. Two of his concepts are particularly significant:  § The loss function  § Design characteristics and â€Å"noise† Although Deming, Juran and Crosby are the most well-known TQM gurus in the United States, it could be argued that Feignenbaum, Ishikama, Taguchi have been as influential as they in defining the scope of TQM. In broad terms, they all agree with each other. Accordingly, they all agreed that TQM seeks to improve productivity, and it does so by focusing on satisfying the customer and by involving employees in the process. TQM they further agreed, has the practical goal of improving the bottom line and at the same time raising employee morale. 2.2 BASIC PRINCIPLES AND CONCEPTS OF TQM With such strong evidence that TQM integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach, it is there important to highlight some of its underlying basic principles and concepts. The principles of TQM are a set of commonsense beliefs that determine the individuals action in everyday life not just at work. According to Colin Burns, (1995) experience has shown over and over again that for TQM culture to be entrenched in any organization, the individual in that organization must undergo personal change. This is because the ability of an organization to imbibe in TQM culture is considerably enhanced when the individuals within such organizations first believe in and apply with passion the principles of TQM in their lives and interactions with people. He further maintained that the innovative principles that have been known to transform the individual â€Å"inside-out† and provide the glue for holding together the entire TQM process include: * Personal vision * Personal leadership * Personal management * Interpersonal leadership * Emphatic communication * Creative co-operation * Balanced self renewal He opined further that without observing and applying the above principles of good management in our individual lives, methods and techniques of TQM alone would rarely produce good quality products and services. The bottom-line according to him is that quality and excellence can only be built on a foundation of sound management principles. Aluko, et.al (1997) states that each TQM is a unique initiative that acts as a framework for morality in business. According to them, TQM consider the efforts of those directly involved, both inside and outside the organization. It is no coincidence therefore that successful TQM models all tends to embody concepts of integrity, honesty, commitment, participation and ownership. Indeed, they value and respect the contributions from each individual as the driving force within TQM organization. Although the principles of TQM may differ from one authority to another, they were able to summarize sixteen principles of TQM that should guide management as given by Choppins (1995) to include the following: Highest priority: Total quality must overtly be the highest priority of the organization / company / individual.. Quality definition: Any definition of quality must include meeting / satisfying /conforming to agreed/negotiated customer needs / requirements / wants / expectations. Customer definition: The concept of customers include investors / employees / stakeholders / suppliers / the community and even interpersonal relationship. Customer satisfaction: Long-term satisfaction of customer needs will be an aim of any total quality organization. Aim: A total quality organization will have a clearly stated, widely understood and generally accepted direction/aim. Communication: A total quality organization will communicated openly and clearly its principles / beliefs / values / mission statement/policy for quality. Ethos: Total quality management embodies the values / beliefs / ethos of the organization, and thus total quality is intrinsic to every activity, decision and action. Values: The highest levels of integrity, honesty, trust and openness is essential ingredients of total quality management. Mutual respect and benefit: There is an implicit mutual respect of all stakeholders involved with a total quality organization, which assumes that long term business is intended to be mutually beneficial to all concerned. Health and safety: Health, safety and environmental issues have a high priority within a total quality organization since the welfare of all investors / employees / suppliers / the community as stakeholders in the enterprise is intrinsic to the future well being of the organization. Commitment: Leadership of total quality management stems from the top of the organization and enlists individual and team commitment throughout. Participation and ownership: Total quality offers each individual the opportunity to participate in, and to feel ownership of his/her activities, and jointly to share a sense of ownership for the success of the entire company. Continuous improvement: TQM involves continuous and measurable improvement at all levels of the organization, ranging from organizational performance to individual staff performance, such that continuous process improvement becomes a salient aspect of success. Performance: TQM requires consistent, predictable, accurate, and precise performance to high standards in all areas of the organization. Therefore, measurement, assessment and auditing are common TQM activities. Resources: One major aim of every total quality organization is to use resources better, and to achieve greater success (financial and / or otherwise). Investment: TQM will always require sufficient/ appropriate investment to ensure that planned activities can occur. Speaking in a similar vein, Onanusi (1998), remarked that every organization which want to unite her work force and provide horizons for thoughts and action amongst them require the following values to compliment the above listed principles. Quality service focusing on clients in order to deliver quality service that exceeds expectation is an essential value. Quality people: This stems from recruiting the best people and training them to be the best of the best. Meritocracy: Connotes providing employees with challenging opportunities for career development, based on their effectiveness in serving the client. The fourth value: Concerns the approach of employing the same methodologies and sharing resources to ensure that each employee delivers high quality services consistently. Integrity: Which expects that everybody adhere to personal and professional standards. Innovation Referring to delivering unique solution to each clients need And the last value stewardship Concerns a commitment to investigating in the future order to bequeath a stronger and more effective organization to future generation of people in the work place. From the above, it follows logically, that organizations will not begin the transformation of TQM until it is aware, recognized the importance and necessity of the principles of TQM towards quality improvement if they are to survive domestic and global competition. Robert Helter (1995) in â€Å"The Leadership Imperative† defines the concepts of TQM as a practical methodology for continuously improving all business process†. But the Besterfields believe that TQM requires six basic concepts in order to integrate fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach. These concepts as highlighted by them include the following:  § A committed and involved management to provide long-term top-to-bottom organizational support.  § An unwavering focus on the customer, both internally and externally.  § Effective involvement and utilization of the entire work force.  § Continuous improvement of the business and production process.  § Treating supplies as partners  § Establishing performance measures for the process. These concepts outline an excellent way to run a business. Organizations in Nigeria that practice TQM are therefore seriously advised to internalize the above concepts into their activities and continuously defend the concepts from dilution by carrying out quality audits periodically to ensure that established systems are maintained. As TQM concepts work when it is completely integrated into the culture of the organization and it becomes a way of life and an endless journey practiced by all. 2.3.1 TQM AS A BUSINESS STRATEGY AND IMPLEMENTATION As Rao et.al (1996) remarked, most corporate leaders today would agree that the only constant in business life is change. This change can be large or small, rapid or slow, planned or unplanned, controllable or uncontrollable and it occurs in all aspects of organizational life. One of the tasks of TQM is the successful utilization of the tools and techniques. And above all, the ability to change the organizational culture so that paying attention to quality is a normal part of the behavior of the organization. However, sustaining the method of organizational change necessary to transform an organization so that quality becomes a way of life is the hardest part of TQM process. It is important to recognize that TQM is not a program that can be implemented and completed; rather TQM is an ongoing effort. This rationale was instructively noted in Crosbys work when he says, â€Å"Do it all over again†¦Ã¢â‚¬  and Deming when he says, â€Å"†¦push the above thirteen points every day.† 2.4.1 TQM Implementation Without implementation, there is absolutely no point in a company adopting TQM as a business strategy for whatever purpose. Because from all indications, implementing TQM is a forever process, with no finite end. It is a never-ending journey of quality improvement process. This conclusively brings to us that, all in an organization need to work together to meet the challenges of implementing TQM. Even though there may be a major difference in the degree of implementation, the relevant literatures of TQM focus largely on management and management techniques on TQM implementation. In implementing TQM in an organization, implementation plans need to be established in order to accomplish the organizational desired goals. Implementation plans in this context refers to sequence of events, programs, meetings, and activities designed to help employees learn new perspectives, skills, attitudes, behaviors in the TQM process. This means that the process of introducing TQM is one that requires changing various elements of the existing culture in the organization. The process must be planned and managed from the top. This is why Besterfields, et.al noted that, TQM implementation process begins with senior management and most important, the CEOs commitment, hence, the importance of the role of senior management. It is critically important that senior management take time to fully understand TQM and what it can achieve for the organization and develop and agreed (at board level) plan for implementation before attempting to implement the plan. The attitude of senior managem ent to TQM must be positively demonstrated everyday and in every action as indifference and lack of involvement are frequently cited as the principal reasons for the failure of quality improvement efforts. Delegation and rhetoric is insufficient involvement is required. As a general rule, the senior management starts implementation with clear statement of â€Å"quality policy† which entails the ethics, mission and value of the organization and of course its philosophy. This can be regarded as the planning phase (where the decision to implement TQM is taken, the planning, implementing and monitoring processes are established as well as the organizational structures to be used in the implementation process). The next line of action under implementation process is organizational change phase. H